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| Criterion |  Systems Thinking Intervention Mapping |  Agile 4Ls Retrospective |  Systems Thinking Evaporating Cloud |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-5 Tage | 45–75 min | 60-120 min | 1-3 h |
Participantsdifferent | 4-12 | Team members involved | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 4Ls Board, Learning Themes, Improvement Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | ChangeSystems thinkingCapability | RetrospectiveLearningReflectionTeam | Theory of ConstraintsAssumptionsSystems thinking | LearningRetrospectiveIncidentOperations |